February is Black History Month in the United States. The national observance pays tribute to key figures and events in African-American history, notably the work of the late Dr. Martin Luther King, Jr. As VOA’s Chris Simkins reports, an organization that Dr. King founded, the Southern Christian Leadership Conference, has launched a new program to help young people in Memphis, Tennessee.
Duration : 0:3:28
Transformational Leadership Series; Leadership Continuum.
Continuum theories or models explain variation as involving a gradual quantitative transition without abrupt changes or discontinuities. It can be contrasted with ‘categorical’ models which propose qualitatively different states.
In physics, for example, the space-time continuum model explains space and time as part of the same continuum rather than as separate entities. A spectrum in physics (e.g. of light) is often termed either a ‘continuous spectrum’ (energy at all wavelengths) or ‘discrete spectrum’ (energy at only certain wavelengths).
In psychology, theories of mental phenomena can propose discrete differences between individuals (e.g. everyone has certain personality traits and not others) or a continuum (e.g. everyone lies somewhere on a particular personality dimension). This can also apply to fields such as law or sociology or ethics in explaining or judging variation in human behavior.
In clinical psychology or psychiatry, categorical models seek to distinguish and define particular mental disorders or illnesses, whilst continuum or dimensional models propose that some people are more extreme than others on particular dimensions.
Leadership in organizations
[edit] Leadership in formal organizations
An organization that is established as an instrument or means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber’s definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position. [3]
[edit] Leadership in informal organizations
In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life — the spontaneous emergence of groups and organizations as ends in themselves.[3]
In prehistoric times, man was preoccupied with his personal security, maintenance, protection, and survival. Now man spends a major portion of his waking hours working for organizations. His need to identify with a community that provides security, protection, maintenance, and a feeling of belonging continues unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.[4]
Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain co-operation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person’s ability to enforce action through the control of a means of punishment.[4]
Duration : 0:2:42
For me change management is not about creating stability in the face of chaos; rather, its about giving people tools to imagine new possibilities.
Create organizational and communication processes that are structured but flexible.
Duration : 0:2:4
Executive Leadership and Business Performance
Speakers:
Bill Campbell, Chairman of the Board, Intuit
Gordon K. Davidson, Chairman, Fenwick & West, LLP
Daniel Denison, Professor of Management and Organization, IMD; CEO, Denison Consulting
Kavin Stewart, Co-founder & CEO, LOLapps
Moderator:
Rebecca Turner, Professor of Organizational Psychology, MGSM, Alliant International University; Owner, Turner Consulting Group
Efficiency and productivity are strategic imperatives in every corner of industry—from energy consumption to business processes and everything in between. How any and everything connects to the bottom line is fair game for scrutinyor is it?
What about the effects of executive leadership style and resulting corporate culture? Do certain leadership styles have a competitive edge? Could CEO as brand actually kill a company? Which Silicon Valley companies are best positioned for success, and which could be at a disadvantage? Join us for an insightful and spirited discussion about the psychology of executive leadership style and corporate culture, and their effects on business performance.
Bill Campbell is Chairman of the Board and former CEO of Intuit and has been on Apples board since 1997. He is known in Silicon Valley as The Coach for his legendary counsel to organizations such as Apple, Google, and Kleiner Perkins. Campbell also worked as VP of Marketing at Apple, CEO at Claris and GO Corporation, and head coach of Columbia’s football team.
Gordon Davidson is a Partner in the Corporate Group and Chairman of Fenwick & West LLP. He advises high technology companies, including networking, computer software and electronics companies, as well as clean technology and life sciences companies. He is one of three leading lawyers in Silicon Valley, named on Forbes Magazine’s Midas List as one of the top 100 venture capital deal makers in every year the list has been published.
Daniel Denison is Professor of Management and Organization at IMD, a leading business school in Lausanne, Switzerland rated #1 in the world in 2008 by the Economist for its MBA. He is also CEO of Denison consulting. Denisons decades-long studies of organizational culture and business performance are used by thousands of people around the world.
Kavin Stewart is co-founder and CEO of LOLapps, a 2008 startup developing tools for users to create, personalize and share customized applications on social networks. Now profitable and hiring, Stewart attributes part of the companys success to its corporate culture, created deliberately for a new generation of employees.
Rebecca Turner (moderator) is Professor of Organizational Psychology, Marshall Goldsmith School of Management, Alliant International University. She is also owner of Turner Consulting Group and Chair of the Division of Industrial/Organizational Psychology for the California Psychological Association.
Duration : 1:24:40
Ken talks about the reality of change in an organization, and why information-sharing, personal concerns, and implementation are the top issues people have when change comes up in their company.
Visit www.kenblanchard.com or call 800-728-6000 for more information on how Blanchard can help your organization lead at a higher level.
Duration : 0:2:9
Made for Informatics 161.
Is it possible to learn skills from playing WOW that you can apply to the real world?
Duration : 0:10:2
http://www.stu.edu/learn-about-stu?=InteractiveSEO&?=OnlineBAinOrganizationalLeadership
The Online BA in Organizational Leadership is a 120 credit accelerated online management degree program that can be completed in 15 months, if you meet the minimum 45 credit requirement.
The BA in OL is specifically designed to facilitate and meet the demands of working professionals, who would like to enhance and develop their leadership skills.
Find out more about Public Administration Degree for Working Adults at http://www.stu.edu/learn-about-stu?=InteractiveSEO&?=OnlineMastersExecutiveManagement
Duration : 0:2:28
http://RichardGuzman.com/?t=executiveleadership
[Richard Guzman]
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Duration : 0:6:53
Ken Blanchard Consulting resource partner and corporate trainer Bernard Smalls shares the secrets to leading and building “Gung Ho organizations.” Gung Ho means working together with enthusiasm and energy. As Ken Blanchard says; “E= MC2 Enthusiasm = cash X congratulations!”
Duration : 0:2:56
Across the globe, many learning organizations view themselves as overhead or manage themselves against a set of metrics that are about volume and activity levels. Ed Trolley, author of Running Learning like a Business, recognized that businesses were having trouble interacting with training organizations because the language, behaviors and measures of success were drastically different. His proposed solution is simple: run training like any other business.
The foundations of his solution are effectiveness and efficiency. An effective training organization will get more than a dollar back for every dollar they spend, adding value to the business. An efficient training organization will operate at acceptable, not lowest, cost.
In the value chain of training activities, many companies mistakenly focus on the activities that add little value to the larger organization. This does not mean that you stop doing low value-added activities because there are many important functions that don’t add value. However, if you were to plot these different functions on a graph it would look like a camel’s hump. This ‘camel chart’ can reveal the high value activities that should receive more resources than the low value-added activities.
Duration : 0:4:0